As of July 1, LinkedIn will no longer support the Internet Explorer 11 browser. Good news: 70% of change initiatives don’t fail. Grow revenue in new ways. Even under the best of circumstances nearly 70 percent of all change initiatives fail. And thus influenced a very large cohort of managers, consultants, project managers and change management practitioners. It’s a great read. Instead of wasting 70% of our product development resources in initiatives that didn’t produce any impact, we will invest 10/20% on experimentation and learning to discover the right product to build. This is a very important reason why 70% change initiatives fail completely. The root causes of those failures are straightforward. Create a community event where you focus on these questions – collectively lift the quality of change management practice. There will be more in the critical management literature. In 1995, Professor John Kotter publishes the article  “Leading Change” in the Harvard Business Review. In my initial efforts, I struggled to find any peer reviewed publications by Kotter on the research that led to this statement. Change Management Consulting. Nothing to support it, no mention of where this fact has come from, how the figure has emerged to be a “brutal fact”. We can learn from past failures and successes. Article (PDF-59KB) Change management as it is traditionally applied is outdated. Plus ça change, plus c’est la même chose – The more things change, the more they stay the same. We image our lives with and without the change. The article is actually about their work on Theory O and Theory E of change. A week before. You read that number right: seventy percent, a dramatically high rate of failure. So there is argument for epistemological contribution by doing more like this. There is recognition that successful change takes time – moving up the adoption curve can be a lengthy process. The eight-step framework is in this one. In fact if you Google that phrase there are 115,000,000 entries on it. By integrating change management into project management protocols, project managers will have the tools to manage the human objectives of the change with the same level of rigor as applied to the technical objectives leading to successful implementations…at speed. Surprisingly this was one of the professional body’s first dives into change management and its relationship to Project Management. Change projects fail at a terrifyingly high rate – in fact, the frequently quoted figure is 70%. But I don’t think we are the outliers here. You want me to believe that 70% of the worlds CEOs have led failed change efforts? Is the talent pool for CEOs that large? Last year companies poured $1.3 trillion into digital transformation initiatives, 70% of which — or $900 billion — was wasted on failed programs at companies like … No investigation of validity of expectations. One of their implications for further research is to conduct more replication studies. We’ve all heard the statistic 70% of all organizational change projects fail. Failure reasons in change management are many and varied. Absolutely not. The below chart describes AIM’s 10 core elements and how they fit into Project Management: It is no different in an Agile environment. We all manage change. #1 – Barriers to organizational change. Better to maintain status quo because 70% of change projects fail anyway…. If you have more, please add them to the list of comment/share your thoughts. Jason shares more about what the studies tell you, but there are very similar themes to this post. There are many reasons why efforts to transform and change an organization fail. For more on this, have a look at Conner Partners paper on Installation or Realization; it’s a great read. But let’s get to the real answer.